Comprehensive Analysis of Leadership Styles, Theories, and Components

This essay provides a comprehensive overview of leadership, discussing various leadership styles such as autocratic, democratic, transformational, transactional, and bureaucratic leadership. It delves into foundational leadership theories, including the great man theory, trait theory, and role theory. Furthermore, the essay outlines the essential components of effective leadership, emphasizing honesty, integrity, self-awareness, vision, courage, and effective communication. It highlights the importance of these components in achieving organizational success and addresses the challenges that leaders face in contemporary organizational settings. The analysis underscores the need for leaders to adapt their styles based on the situation and to cultivate a culture of trust and ethical conduct to foster long-term commitment and innovation among their followers. Desklib provides access to similar solved assignments for students.

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Introduction
Leadership is the art and/or ability to direct people to act in certain ways that will lead to the
achievement of pre-set goals. While managers are more focused on doing things right, leaders
dedicate their efforts on doing the right things (Northouse, 2012). Leaders should have the ability
to create future visions that will inspire their followers. In business or organizational context,
visions are attractive, convincing and realistic depictions of where an organization or specific
department aims to be in the future. Visions subsequently enable leaders to set priorities, give
directions and provide markers to indicate what has already been achieved. There are various
tools used by leaders to focus on organizational strengths and needs when creating visions. Such
tools include SWOT analysis, PEST analysis, and core competence analysis, all which are used
to review the current position and aid in determining the next move (Cole, 2018). Such analyses
are also used by leaders to predict the possible evolutions in the industries as well as possible
behaviors of various competitors. As such, successful innovations are coined. Discussed
henceforth are the various types of leadership, theories of leadership, the components of
leadership, and the challenges facing leadership. While inscribing all discussions, leadership
theories will also be consistently consulted.
Types of leadership
Leadership styles applied in various organizational settings are determined by a variety of factors
such as the number of followers, the followers themselves, the functions of the leader and the
prevailing situation. Whereas some leaders prefer active participation of their followers in
decision-making processes, other leaders are of the idea that the decision-making process be
solely theirs. Discussed below are some of the common types of leadership styles that are
commonly applied in today’s organizations

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1. Autocratic leadership
This is a leadership style whereby a leader exercises the supreme decision making power without
seeking the opinions or input of the subordinates. Upon evaluating the prevailing situation, an
autocratic leader arrives at a final decision, communicates it to the subordinates and expects
them to implement it promptly (Iqbal, 2011). Little or no feedback is expected from the
subordinates. Procedures, guidelines, and policies are supposed to be followed to the letter. This
style proves non-effective in many organizations. It is however perfect for production lines
where maximum output is expected through conducting simple and repetitive tasks. Where this
leadership style is employed, the levels of creativity and innovation among employees are
extremely low (Walker, 2011). Autocrat leaders do not get long-term commitments and loyalty
from employees. Consequently, high rates of turnover and low satisfaction are eminent in
organizations practicing this style. A good example of application is in military institutions
where orders must be followed.
2. Democratic leadership
Democratic leaders always seek the input and contribution of their subordinates in decision-
making affairs. Even though the leader has the final say on the decision to be implemented, all
employees are given the opportunity to participate in the decision-making process whether
directly or indirectly (Kane, et al., 2011). A democratic leader also occasionally delegates power
to potential subordinate leaders who guide their colleagues in performing certain tasks in the
workplace. Communication occurs in both upward and downward directions where employees
are allowed to send feedbacks and suggestions related to work affairs. Creativity and innovations
are also nurtured greatly. This style is the most effective, a factor that is largely contributed by
competence, fairness, honesty, intelligence and courage (Kane & Patapan, 2014). Unlike in

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autocratic leadership, democratic leaders enjoy loyalty and long-term commitment of their
followers. This style is common in countries exercising democratic leadership.
3. Transformative leadership
Transformational leadership, unlike other styles of leadership, focuses more on introducing
change in groups, organizations as well as for leaders themselves. Transformational leaders are
well known for motivating their followers to do more than they were aiming and even more than
they thought it was possibly achievable. They are also known to set expectations that are more
challenging and the performance achieved is usually typically higher. Charisma, hard work, self-
drive, and big visions are common traits that are possessed by transformational leaders (Shelton,
2012). This is in line with trait theory originally coined by Thomas Carlyle. The theory revolves
around the fact that followers are positively driven by positive traits portrayed by their leaders.
Statistical data have revealed that this style of leadership molds employees who are more
committed to performing their tasks. Such employees are also satisfied mainly due to
empowerment derived from their leaders.
4. Transactional leadership
In transactional leadership style, employees are rewarded for the work that they do. This style
focuses more on results, conforms to the organizational structure in place and weighs realization
of preset goals and targets based on the organization’s system of penalties and rewards
(Kuckartz, 2010). Transactional leaders possess formal authority and responsibility positions
within the organization. As such, it is their responsibility to maintain routines through the
facilitation of group performance and management of individual employee performance. Based
on requirements that had been previously defined, a transactional leader sets the working criteria

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for their subordinates. Employee performance levels are then determined using performance
reviews. The transactional leadership theory was first coined in 1947 by Max Weber who was
then backed by Bernard Bass later on in 1981. This theory assumes that punishments and
rewards are the key motivators for employees (McGrath & Bates, 2017). It also assumes than
subordinates have to fall in line with orders from their superiors. Lastly, the theory states that
employees can never be self-motivated. As such, managers have to closely control and monitor
them to get them working in the desired direction.
5. Bureaucratic Leadership
Under this style of leadership, official duties are fixed on hierarchical authority where a system
of rules for decision making and management is applied. This style works perfectly in
organizations where innovations and creativity are not highly prioritized. All management and
administrative tasks are broken down to give the insight to clear lines of authority,
accountability, and responsibility (Terry, 2015). All divisions or departments have defined
specific tasks that must be completed within the assigned deadlines. There is a hierarchical
arrangement of positions in the organizations so that holders of lower positions are supervised
and answerable to those above them. To qualify for a bureaucratic leader position, an individual
must possess the technical expertise necessary for effective and efficient management.
Additionally, this leadership style subjects employees to an organizationally developed system of
technical and behavioral rules that should not be breached under any circumstances.
Theories of leadership
There are three major theories that form the foundations of most leadership styles. The theories
are discussed henceforth;

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1. Great man theory
Originally coined by Thomas Carlyle, this theory operates under the assumption that leaders are
born not made. It also assumes that it is through the emergence of a problem that great leaders
can arise (Miller, et al., 2010).
2. Trait theory
This theory operates under the assumptions that when people are born, they already possess
inherited traits. As such, the theory states that some of the traits are predominantly apposite to
leadership (Lussier & Achua, 2015). Subsequently, good leadership is portrayed by people who
possess the right combination of traits
3. Role theory
This theory is based on the assumptions that leaders define roles for others and for themselves by
basing on social learning and reading. It also assumes that people will definitely have
expectations about the roles that they have defined for themselves or for others (Biddle, 2013).
Leaders will subsequently urge people to act within the expectations of the roles held by them.
Components of effective leadership
In all organization, whether profit-making or non-profit making, quality leadership is an essential
contributor to the success of such organizations. As such, leaders are tasked with the duties of
ensuring that organizational goals are set and strategies to achieve the goals defined and
implemented. For this to happen, the leadership of an organization seeking to prosper must
possess certain essential components. They are discussed henceforth comprehensively
a. Honesty and integrity

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For great leadership to prevail, an organizational culture must be built based on honesty and
integrity which are the two main values. Subsequently, all employees must be accountable to the
two values. Long-term success is rarely achieved in organizations that don't perceive integrity
and honesty as their key cornerstones (Mears, 2009). Creating such a culture, however,
commences at the top leadership. All subordinates watch what leaders are doing and from them,
they take cues as to what is right and what is wrong. Further on, trustworthiness must prevail for
a leader to be deemed effective. Portraying ethical conduct of the highest standards as well as
constantly telling the truth are qualities that make effective leaders stand out as unique (Thomas,
2011). As such, their subordinates believe in them and always holds strong beliefs that their
leaders have no concealed agendas. Effective leaders will also always be ready to accept their
mistakes and take corrective actions. This is a difficult thing to do but it’s a significant sign of
trustworthiness and honesty.
b. Outstanding self-awareness.
Successful leaders must clearly define their weaknesses as well as their strengths, it is highly
essential to know their areas of shortcomings and subsequently ask for help in tackling them.
This is always a clear demonstration of humility and therefore humanizing the leader. It goes
without saying that no human being is perfect. If leaders, therefore, act as if they are perfect,
trust and credibility will be lost (Padilla, 2012). Worse still, the subordinates of such leaders will
perceive them as intimidating and arrogant. Successful leaders are known for seeking and
accepting dissenting opinions as well as welcoming feedback. They, for example, encourage
their followers to engage in healthy debates and discussion while at the same time knowing when
it is the right time to move the move the conversations forward. Leaders who have excelled in
their work have been known to implement and practice a servant style leadership. As such, they

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trust those below them to perform their jobs and subsequently avails to them the right resources
and guidance that will steer them to performing their tasks efficiently.
c. Vision
Great leadership must be driven by a vision for future achievements. Rather than getting too
focused on short-term specific goals, effective leaders are able to visualize the whole picture of
where they want their organization to be in the long term (Straw, et al., 2013). Subsequently,
they are able to formulate and embark on good plans that will help them achieve their visions. In
relation to this, efficient leaders are known to possess vast knowledge related to their
organization and the entire industry and are therefore able to think strategically. They, therefore,
hold strong external connections and networks that enable them to consistently and constantly
identify significant trends that are likely to influence their visions. With the key goal being the
achievement of their visions, effective leaders are able to timely recognize their potential clients,
gain a strong understanding of the organization's proposition and values as well as the firm’s
competitive weaknesses (Straw, et al., 2013). As such, they are able to focus on enhancing core
organizational competencies through the development of skills and impartment of relevant
knowledge that will compel the organization towards the achievement of visions.
d. Courage
Strong courage requires confidence. As such, successful leaders believe in themselves, their
ideas and allow themselves to be decisive. They must, however, possess the ability to exude their
confidence with little or no conveyance of intimidation or arrogance. For a strong leadership to
prevail, a leader must be willing to take risks as well as make tough decisions (Sebaly, 2017).

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When implementing such tough decisions, they must believe in their convictions and
subsequently be ready to stand alone even when abandoned by close affiliates.
e. Effective communication
Having good communication skills is a must-have requirement for effective leaders to excel. It
does not necessarily mean that they have to be outstanding writers or exceptional orators. All that
is required for leaders to communicate effectively is the ability to inspire and persuade. As such,
they are able to communicate in such ways that will spawn buy-in and subsequently willing
followers (Sidhu, 2012). Even when bad situations prevail, effective leaders must truthfully
communicate them to their subordinates. They must, however, exude a strong will to overcome
the negativities through positive attitudes and optimism.
Macro challenges of leadership
Macro challenges of leadership are regarded as those which emanate from, and effect, the
organization or the external environment of an organization. In most occurrences, these
challenges are beyond the control of leaders and they just have to watch them helplessly. Such
challenges, for example, could emanate from a change of regulations or government legislation,
a factor that organizational leaders have no control of. Some of the most common macro
challenges of leadership are;
I). change of regulations and legislation.
As much as leaders may desire to have change and progress in their organizations, they must
work within the context of regulations stipulated by authorities as well as government laws.
Failure to do so is deemed a violation of the law and could warrant arrests or other legal
consequences against the organization in hand (Kouzes & Posner, 2006). The key challenge

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arises when such regulations and/or legislation that directly affect the running and functionality
of an organization are changed (Kouzes & Posner, 2006). Prior to the change, leaders are usually
well accustomed to the current regulations and legislation and thus operating within their
boundaries. When they are changed, however, they could mean that organizational leaders have
to go through much trouble to align their organizations with the new rules. When a new
legislation, for example, requiring that all organizations have a 50:50 gender balance in their
employees, it would mean that organizational leaders would have to dismiss some employees of
the gender that has more than the required number. They also have to go through an entire hiring
and recruitment process to meet the required guidelines.
II). Fluctuations in the economy.
Changes in the economy of a given country have been and will continue to be a major challenge
for organizational leaders. For leaders to effectively run the affairs of their organization, efficient
management of funds is vital. Fluctuations of the economy, however, pose a major problem for
the management of available funds. Such cases of economy changes may cause an organization
to incur more costs that it had budgeted for (Edger, 2013). As such, this is a challenge for leaders
since they will have to relocate funds set for minor reasons to carter for major expenses such as
the purchase of raw materials. Leaders, for example, have confessed of having to use funds set
aside for employee motivation to meet the costs of running the organization in times when there
is an economic crisis.
III). Fluctuation of the labor market.
For leaders to achieve their goals and visions in the organization, human resources are vital
elements that must be present. However, constant changes in the demand and supply of labor

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make it hard for leaders to effectively recruit and hire employees with the essential skills and
knowledge required to achieve preset goals and visions (Edger, 2013). Leaders, for example, find
themselves in the middle of an employee shortage crisis when employee turnover is high and the
supply of labor in the labor market is low.
Micro challenges of leadership
Micro challenges of leadership, on the other hand, are those that directly emanate from within
the organization. It is possible for such challenges to emanate from leaders themselves or from
their subordinates. Discussed henceforth comprehensively are the key micro challenges affecting
leadership;
1. Building trust
Due to enormous globalization taking place in the current world, the opportunities for
interactions and building trust between leaders and their subordinates have dwindled. In today’s
working environment, many are the instances when leaders have little or minimal time to interact
personally with their followers (Mears, 2009). ICT has shaped today's most forms of
communication, as such, it has been frequently questioned whether it is possible to build trust
without face to face interactions. The answer is definitely yes though it is quite hard. Leaders
have to, therefore, design and implement techniques for gaining the trust of their followers,
whether they are constantly interacting or not.
2. Identifying and communicating what success is.
One may wonder what success is in a world that has been overruled by technological
advancements as well as workplaces that are dispersed geographically. For leaders to
communicate success, therefore, they must first identify what success looks like. Once they have

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clearly defined it in their organizational context, only then are they able to communicate it down
the line to their followers (Davies & Brundrett, 2010). It may sound quite is but it is indeed hard
due to the fact that every employee/follower have their pre-determined definition of success. It,
therefore, becomes a challenge for leaders to convince their followers to fall in line with their
definition of success and embark on achieving it.
3. Communication challenge
In many organizations, subordinate employees have always complained that their leaders fail to
communicate information, expectations, changes or priorities effectively. Timely communication
is essential for all organizations to ensure that there is sufficient time for followers to make
adjustments to the desired course (Barrett, 2013).
4. Management of interpersonal relationships
Leaders are tasked with the responsibility of commandeering groups of people. It further goes
without saying that conflicts are inevitable where several people are working in close proximity
to each other (Cole, 2018). As such, it is upon leaders to mitigate when various parties conflict
and coin solutions that will be of mutual benefit to all conflicting parties.
5. Accountability
In many organizations, there lacks the existence of structured accountability systems.
Subsequently, various individuals and departments are not aware of who is responsible for what
activities (Worrall, 2013). Additionally, leaders are not aware of the undertakings at the lower
organizational levels that are directly within their jurisdiction. To a larger extent, this is a
management failure.